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Measuring for Results

October 7, 2009Miami-Dade Park and Recreation Sterling Showcase

Ray A. ScherAssistant Director, Office of Strategic Business Management

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Managing for a Diverse Community

• 2.4 million residents• Diverse (61% Hispanic, 18% White,

18% Black and 3% Other)• Approximately 50% Foreign Born

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Managing for a Diverse Government

• Strong Mayor / 13 District County Commissioners

• Two-Tier Form of Government

– 55.5% residents live in cities (including Miami and Miami Beach)

– 44.5% live in Unincorporated Area

• Budget: FY 2008-2009 $7.5 Billion

• 60 County Departments / Offices

• Nearly 30,000 Employees

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Today’s Agenda• Early Performance

Measurement Efforts

• Setting Up a Strategic Framework

• Scorecard Development

• Delivering Results

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Stone Age of Performance Measurement

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Early Performance Measurement Efforts

Miami-Dade County Quarterly Performance Reports Summary

Total Measures

Identified Targets

% with Targets

w/ Good Indicator

Total Measures

Identified Targets

% with Targets

w/ Good Indicator

Cust Service (Ext) 22 11 50% 0% 20 14 70% 80%

Cust Service (Int) 10 2 20% 0% 8 5 63% 75%

Safe, Quality Neighb 23 6 26% 0% 22 10 45% 64%

Healthy Economy 11 2 18% 0% 11 3 27% 82%

Improved Quality of Life 22 4 18% 0% 19 8 42% 84%

Improved Transportation 4 2 50% 0% 4 3 75% 75%

Efficient, Effective Govt 38 14 37% 0% 33 16 48% 52%

Totals = 130 41 32% 0% 117 59 50% 69%

Quarter 3

Fiscal Year 2001-02

Quarter 4

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Early Performance Measurement Efforts

Miami-Dade County Quarterly Performance Reports Summary

Total Measures

Identified Targets

% with Targets

w/ Good Indicator

Total Measures

Identified Targets

% with Targets

w/ Good Indicator

Cust Service (Ext) 22 11 50% 0% 20 14 70% 80%

Cust Service (Int) 10 2 20% 0% 8 5 63% 75%

Safe, Quality Neighb 23 6 26% 0% 22 10 45% 64%

Healthy Economy 11 2 18% 0% 11 3 27% 82%

Improved Quality of Life 22 4 18% 0% 19 8 42% 84%

Improved Transportation 4 2 50% 0% 4 3 75% 75%

Efficient, Effective Govt 38 14 37% 0% 33 16 48% 52%

Totals = 130 41 32% 0% 117 59 50% 69%

Quarter 3

Fiscal Year 2001-02

Quarter 4

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Early Performance Measurement Efforts

Miami-Dade County Quarterly Performance Reports Summary

Total Measures

Identified Targets

% with Targets

w/ Good Indicator

Total Measures

Identified Targets

% with Targets

w/ Good Indicator

Cust Service (Ext) 22 11 50% 0% 20 14 70% 80%

Cust Service (Int) 10 2 20% 0% 8 5 63% 75%

Safe, Quality Neighb 23 6 26% 0% 22 10 45% 64%

Healthy Economy 11 2 18% 0% 11 3 27% 82%

Improved Quality of Life 22 4 18% 0% 19 8 42% 84%

Improved Transportation 4 2 50% 0% 4 3 75% 75%

Efficient, Effective Govt 38 14 37% 0% 33 16 48% 52%

Totals = 130 41 32% 0% 117 59 50% 69%

Quarter 3

Fiscal Year 2001-02

Quarter 4

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Plotting a Course

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Where We Started

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Our Priorities

• Economic Development• Health and Human Services• Neighborhood and Unincorporated Area

Municipal Services• Public Safety• Recreation and Culture• Transportation• Enabling Strategies

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Results-Oriented Government Framework

LEADERSHIP AND ORGANIZATIONAL CULTURE

Strategic Plan (5 year plan )

Business Plan(1-2 year plan )

Budget ProcessOther Plans

Performance Measures

Customer Surveys311 Answer Center

Dept. Measures

Business ReviewsManagement Appraisals

Progress Report

Organizational Assessments

Planning Measurement Monitor

TOOL BOX FOR CUSTOMER SERVICE AND INNOVATION (Performance Management System (ASE), Service Excellence Standards and Training Programs,

Secret Shopper, Gainsharing, Process Reviews and Re-engineering)

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“Results-Oriented” Mechanics

Strategic Plan

(Multi Year)

Elected Official

&

Executive Level

Business Plans

(Single Year)

Department Level

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Strategic Alignment - Example

Strategic Plan GoalMaximize the use and efficiency of the existing transportation system on a neighborhood, county and regional basis

Priority OutcomeMinimum wait time for transit passengers (Resides on Transit Scorecard)

Transit’s Key Performance MeasuresOn-time Performance for Bus, Rail, Metromover and Special Transportation

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Governing For Results Legislation

Establishes Requirements including…- Strategic Planning- Business Planning- Resource Allocation- Performance Measurement, Monitoring,

and Reporting

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Automating Performance Management

Using Balanced Scorecards

Executing Based onPerformance Information

Results

Delivering Value to our Residents

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Automating Performance Management

Benefits that appealed to us –

• Simplified Performance Reporting

• Improved alignment between strategic plan and business plans

• Improved information availability

• Greater Accountability

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Using Balanced Scorecards

Benefits that appealed to us –• Build objectives and measures across

multiple perspectives

• Common framework for developing objectives and measures

• Promotes performance measurement as a management tool, not just a reporting mechanism

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How We Use Balanced Scorecards

Strategic Plan Level• Perspectives are Strategic Areas

Departmental Level and Below• Using Norton/Kaplan model

– Customer Focused– Financial– Internal Processes– Learning and Growth

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Initial Scorecards

• Data reporting (instead of strategy execution)

• Lack of strategic and organizational alignment

• Performance reviews not conducted regularly

• Organizational culture was reactive

• Data not always current and or collected too infrequently

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Scorecards After Three Years

• Stronger partnership : Strategic Team –Departments

• Better Measures (Valid and Aligned)

• Training sessions in methodology

• Improved internal communications to develop more rigorous, reliable, and useful data

• Continued departmental engagement

• Performance emphasized as top priority

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Organizational Alignment

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Keeping Folks Engaged

Strategic Management Meetings (Business Reviews)• Link strategy and execution• Dedicated meeting days scheduled in advance• Meetings designed to be “win-win”

Evolution of Strategic Management Meetings• Initially presentations as opposed to reviews• Department-specific and strategic area• Recommended agendas, focus on underperforming

areas and action items

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Strategic Management Meetings (Business Reviews)

Strategic Discussions of Performance

Bimonthly…….Strategic Area Level

Monthly……….Department Level

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Miami-Dade’s Performance Management Journey

“Blueprint for Organizational Reform and Accountability” --Late 1999

Business Planning --Throughout 2000

Strategic Planning –August 2001

Strategic Plan Goals and Outcomes Adopted --June 2003

Strategic Management Meeting Days Begin -January 2006

Business Reviews of Scorecards –October 2006

Launch Departmental Scorecards--July 2005

Governing for Results Legislation -July 2005

1999

Business Plans tied to Resource Allocation –2004

2004

2004 Today

Management Performance Appraisals-July 2004

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Real Life Examples -

Results:Sterling Criteria 7

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Case Study: Public Transportation

Strategic Plan GoalMaximize the use and efficiency of the existing transportation system on a neighborhood, county and regional basis

Priority OutcomeMinimum wait time for transit passengers (Resides on Transit Scorecard)

Transit’s Key Performance MeasuresOn-time Performance for Bus, Rail, Metromover and Special Transportation

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Case Study: Public Transportation

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Case Study: Public Transportation

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Case Study: Public Transportation

Before

• Single system-wide measure

• Monthly data

• Paper surveys conducted by route supervisors

• Sample too small, limited number of routes and runs

• Unreliable and incomplete data

After

• Precise measure by route

• Daily data

• Computer-aided Dispatch / Automatic Vehicle Locator

• Sample included all routes tracked for on-time performance

• Comprehensive and reliable data

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Case Study: Bulky Trash Collection

Five years ago, identified severe problems with bulky-waste pick ups from our 320,000 households

• Complaints increasing• Response time deteriorating• Customer satisfaction declining

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Case Study: Bulky Trash Collection

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Case Study: Bulky Trash Collection

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Case Study: Bulky Trash Collection

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The Plan Gets Results: Broad Successes

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The Plan Gets Results: Broad Successes

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The Plan Gets Results: Broad Successes

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Sterling Criteria

LeadershipStrategic PlanningCustomer FocusMeasurement, Analysis, and Knowledge ManagementWorkforce FocusProcess ManagementResults

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Much more online:

www.miamidade.gov/stratplan

Measuring for ResultsManaging for a Diverse CommunityManaging for a �Diverse GovernmentToday’s AgendaStone Age of Performance MeasurementEarly Performance Measurement EffortsEarly Performance Measurement EffortsEarly Performance Measurement EffortsPlotting a CourseWhere We StartedOur PrioritiesResults-Oriented Government Framework“Results-Oriented” MechanicsStrategic Alignment - ExampleGoverning For Results LegislationDelivering Value to our ResidentsAutomating Performance ManagementUsing Balanced ScorecardsHow We Use Balanced ScorecardsInitial ScorecardsScorecards After Three YearsOrganizational AlignmentKeeping Folks EngagedStrategic Management Meetings (Business Reviews)Miami-Dade’s Performance Management JourneyReal Life Examples -Case Study: Public TransportationCase Study: Public TransportationCase Study: Public TransportationCase Study: Public TransportationCase Study: Bulky Trash CollectionCase Study: Bulky Trash CollectionCase Study: Bulky Trash CollectionCase Study: Bulky Trash CollectionThe Plan Gets Results: Broad SuccessesThe Plan Gets Results: Broad SuccessesSterling Criteria